State of Engagement 2026 Report |
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Pharmalink Consulting Ltd's company charity is a strong and firm foundation of their company, their employees are very supportive of their events and always attend as volunteers if possible.
Pharmalink Consulting Ltd set SMART objectives. With these they allow a timely consistent follow up and development opportunities from both internal and external sources.
Pharmalink Consulting Ltd set SMART objectives. With these they allow a timely consistent follow up and development opportunities from both internal and external sources.
In August 2013 Pearlfisher hosted their annual Creative Day. This is an event specially designed for their studio to get out of the office, out from behind their computers, and take part in activities that aim to inspire them in new ways and build team relations. They hire an external venue and provide food, drinks, transportation and materials for all their employees. Pearlfisher covers all costs for the team building creative event. For their team building event this year, they hired an old mansion house on the river in Hammersmith London, organised organic catering for the full day, including breakfast, lunch and tea/coffee/juice/snacks throughout the day. All Pearlfisher employees were picked up from the agency with a bus that they hired for the day and were transported to and from the venue. On the day, the team were set tasks by using the inspiring space/rooms of the Mansion House to fulfil design briefs. They promoted internal collaboration and co-creation resulting in some great future design concepts that have begun to inspire and influence the work they are now doing for themselves and for their clients. As an agency that designs the future, Pearlfisher also close the studio for 2 days a year and host internal days for the whole company in which their Futures Director presents big picture change in 1 of 4 areas – Taste, Luxury, Body and Connection. They are then tasked with breaking into smaller groups to come up with ideas for future design concepts based on the changes they've been presenting. These sessions are fantastic team building exercises because the whole company is encouraged to participate, present and work with people they don't usually work with.
It was suggested by one of Pearlfisher's Strategists that a good way to ask people for their feedback would be to use Survey Monkey. They now use the anonymous questionnaire email tool to ask for staff feedback about all aspects of the company from where they should host their next First Thursday social event to lectures their team would like to attend.
Pearlfisher host regular culturally relevant and inspiring exhibitions in their studio's dedicated gallery space. The exhibitions are open to the public and local community. They invite the schools in their wider local area to visit their exhibitions and give talks and lectures to ensure maximum impact and inspiration. Their recent example is Man&God, a thought-provoking and highly experiential exhibition that explores the relationship between Man and God. In addition, Pearlfisher annually support Peace One Day, a global movement advocating a day of world peace, with a Pearlfisher creative campaign called Create a Masterpeace. Create a Masterpeace asks children – the peace corps of the future – to re-appropriate symbols of violence in the name of peace. For this campaign they work with both local and global children, families, classrooms, communities and volunteers to use creativity to neutralise symbols of violence and display them on streets and screens across the globe. Working with communities in this way, the Create a Masterpeace movement is inspiring an ever growing, shared voice of protest.
Pagan Osbourne provide the framework and training but it is their managers who bring everything to life. They work closely with their team so that they are aware of exactly what's going on so are perfectly placed to give timely praise and recognise a job well done. Every year, new objectives are set in conjunction with the individual and every month the manager holds a 1-1 meeting where they review progress, and can help alleviate pressure points if and when they appear. Their annual Personal Development Review (PDR) records the person's overall performance and their rating influences pay awards, as exceptional performance is given above average pay increases (when the business is able to do so). As managers are aware of progress and regularly check client feedback and commendations, they personally recognise achievements and make sure that their director also knows of any key successes. In turn, the management board then recognise successes by sending cards to high achievers on a monthly basis and praising top performers in their monthly blog.
Pagan Osborne have held several social events throughout the year, from quiz nights to a fireworks night at the end of the Edinburgh Festival. They recently put on a pizza and wine night to celebrate the successful move into their new Edinburgh office, and to thank colleagues for all their hard work. Probably the most memorable and talked about event was their participation in the CHAS beat the borders day. 15 staff members of all ages from 4 of their 5 offices, took part but even those who didn't enter were still talking about it. The day was physically challenging but the team raised over £5,000. Some of them are already asking if they can do it again next year! The most recent internal event was held by the manager of the Executry team – Fiona Shields. Fiona planned a half day team event in the Edinburgh office, where part of the day was spent looking at personality types within the team to help them communicate better by recognising each other's strengths and adapting their communication style to suit different personalities. After the session the team were taken out for lunch and then enjoyed the Edinburgh Festival. Additionally, several managers and teams have organised team events over the weekend, for example, drinks and dinner at one manager's house and an outdoor barbeque which the whole team, their partners and children were invited to.
Pagan Osbourne provide the framework and training but it is their managers who bring everything to life. They work closely with their team so that they are aware of exactly what's going on so are perfectly placed to give timely praise and recognise a job well done. Every year, new objectives are set in conjunction with the individual and every month the manager holds a 1-1 meeting where they review progress, and can help alleviate pressure points if and when they appear. Their annual Personal Development Review (PDR) records the person's overall performance and their rating influences pay awards, as exceptional performance is given above average pay increases (when the business is able to do so). As managers are aware of progress and regularly check client feedback and commendations, they personally recognise achievements and make sure that their director also knows of any key successes. In turn, the management board then recognise successes by sending cards to high achievers on a monthly basis and praising top performers in their monthly blog.
Over the past year North Highlands have launched a programme for High Performing and High Potential people, called HP2. Its main objective is to support and retain high-performing individuals and develop them as future leaders of the business. HP2 is a two way programme, where the organisation commits to additional focus on the group through targeted interventions to stretch and develop them, with a commitment from them to embrace the opportunities provided. The business has invested a significant amount into the individuals on HP2 - by providing 1-2-1 monthly coaching sessions from the People Team (working through an action plan); prioritising people and ring-fencing them for challenging project roles; external career coaching from a professional coach (including action based learning group coaching); additional time with their Directors, and sending them on external training and conferences eg - London Business Forum events. The programme is highly transparent to the rest of the business because they wanted it to be something everyone can aspire to be on. The organisation have communicated the names of the individuals on the programme so that people can see what ‘good' looks like and learn from them. Part of the criteria to be on HP2 is people showing personal alignment to North Highlands cultural values, being a role model and having exceptional client and team feedback on leadership behaviours. By being open about the people who possess these skills and behaviours, they ensure that everyone benefits and develops from the programme, not just those on it.
North Highlands spend approx. £150,000 per year on our quarterly ‘Action Days' and social events that follow. They bring the entire company together, taking them off client work and forfeiting revenue, for a day of brainstorming sessions, team building and competitive games (eg: sports day activities, scavenger hunts, treasure hunts) and business updates. There are regular team-building events for the Director group. These are usually two-day off-site events which focus on developing camaraderie and community amongst leaders. They include both interactive business sessions and team-building exercises in the form of outdoor pursuits, eg – tree-climbing in teams. Additionally, everyone in the organisation is part of a North Highland ‘Family', to encourage social belonging, a close-knit feel, and help individuals to establish networks across the business. Each family is given a budget per quarter for organised social events, they choose and arrange them. Events range from breakfasts and dinners, to activities like cooking lessons, laughter therapy and circus skills training. This year they introduced a competitive edge whereby families worked together to win points (called “Puppals”) throughout the year based on events they organised and competitions at Action Days. There was a leaderboard promoting the number of Puppals won, this culminated with a sports day at their r 10 Year Celebration event where large amounts of Puppals were awarded. The winning Family was announced, and the prize was an extra day of annual leave for each family member with money to spend on treating an actual family member!
Over the past year North Highlands have launched a programme for High Performing and High Potential people, called HP2. Its main objective is to support and retain high-performing individuals and develop them as future leaders of the business. HP2 is a two way programme, where the organisation commits to additional focus on the group through targeted interventions to stretch and develop them, with a commitment from them to embrace the opportunities provided. The business has invested a significant amount into the individuals on HP2 - by providing 1-2-1 monthly coaching sessions from the People Team (working through an action plan); prioritising people and ring-fencing them for challenging project roles; external career coaching from a professional coach (including action based learning group coaching); additional time with their Directors, and sending them on external training and conferences eg - London Business Forum events. The programme is highly transparent to the rest of the business because they wanted it to be something everyone can aspire to be on. The organisation have communicated the names of the individuals on the programme so that people can see what ‘good' looks like and learn from them. Part of the criteria to be on HP2 is people showing personal alignment to North Highlands cultural values, being a role model and having exceptional client and team feedback on leadership behaviours. By being open about the people who possess these skills and behaviours, they ensure that everyone benefits and develops from the programme, not just those on it.
Managers undertake a review of their teams and individual employees and recognise when new employees are required or when a role needs to be changed to reflect the needs of the organisation.
They continually review the role of the individuals in their teams and consider appropriate ways of ensuring that what is required is completed. They support new employees during their probationary period with reviews at 1, 3 and 6 months in order to ensure they have all the required support they need. In addition to this, all employees have 4 weekly supervision meetings which are clearly documented with their manager and approved by the manager's manager. They also hold regular team meetings with team members along with other members of the senior management teams as appropriate. In addition most employees have a regular one-to-one meeting with their manager during which any issues they have can be raised and discussed. Managers will invite feedback from employees at team meetings and one-to-one meetings which are formally recorded.
There is constant consultation and engagement taking place between the organisation and its people and mechanisms such as the staff and carer consultation forums are used as “temperature checks” to gauge people's views on the way in which the organisation manages and develops them. The results from the survey will initially be understood by the senior team within the organisation and then fed back to the line managers. They will then be assisted and supported in producing a presentation to present to their teams and facilitate a feedback session in order to develop local action plans which can then be co-ordinated into an organisations action plan.
Managers undertake a review of their teams and individual employees and recognise when new employees are required or when a role needs to be changed to reflect the needs of the organisation.
They continually review the role of the individuals in their teams and consider appropriate ways of ensuring that what is required is completed. They support new employees during their probationary period with reviews at 1, 3 and 6 months in order to ensure they have all the required support they need. In addition to this, all employees have 4 weekly supervision meetings which are clearly documented with their manager and approved by the manager's manager. They also hold regular team meetings with team members along with other members of the senior management teams as appropriate. In addition most employees have a regular one-to-one meeting with their manager during which any issues they have can be raised and discussed. Managers will invite feedback from employees at team meetings and one-to-one meetings which are formally recorded.
The wellbeing of employees is at the forefront of the Company's mind and it is in constant communication with employees. An Employee Assistance Programme is available for employees to help them through crises and without which their well-being could be compromised. The Employee Assistance Programme has well-being nurses and counsellors to assist with anxiety, stress and depression. They have introduced alcohol and drugs testing, not to be punitive, but to bring support to those that need it. Often when people are anxious, stressed or depressed they are more vulnerable and susceptible to addiction as a coping mechanism. The Company seeks to help and support those who are positive on a random test and not invoke the disciplinary procedure, but start a programme of support. They also have private medical, permanent health insurance cover and then an array of well-being items that can be purchased with disposable income through flexible benefits.
MWH's chosen corporate charity is WaterAid which they chose to support as it is a charity which reflects their vision of Building a Better World through delivering clean water supplies. They have appointed a Steering Group and a network of WaterAid Reps within each MWH office. The steering group and reps organise a diverse range of employee fundraising events within their local offices throughout the year. Fundraising events include activities such as dress down days, cake and sweet sales. MWH also auctioned surplus office furniture with the proceeds being donated to WaterAid. We have an increasing number of individuals and teams who take part in WaterAid National events such as The Great North Run, 6 peaks and other sporting challenges. During 2012/13 they raised £15,660 for WaterAid.
MWH seeks to reward employees for their efforts. They provide a variety of bonuses which celebrate life events (e.g. marriage or baby), performance in the form of Spot Bonus awards for outstanding work and achievement in terms of Professional Status Bonuses as well as educational sponsorship.
The organisation encourages employees to take part in raising funds for charity. They normally match what they raise up to approximately £500 but in special circumstances, such as natural disasters, they have given £10 for every £1 raised by employees up to a maximum of £5000. As well as this the company would subsidise fund raising activities by way of supplying food and prizes for raffles. The company has a Charitable Trust where 10% of the company's profits go to different charities, mainly to help third world countries. They continue to support a hospital and school in Burkina Faso and a Children's Recovery Unit in the Philippines. Money is also given to support missionaries working in third world countries. The workforce are very generous and caring and are always doing collections for charity and taking part in charity events to raise money. Recently when one of their employees who was terminally ill was in hospital receiving treatment, the employees and the company raised money for the cancer ward of the hospital. They had a company BBQ which raised £1000 and with a whip round and company sponsorship the final total was nearly £2000.
The company is moving to new premises in December of this year and the Senior Team has included everyone in the plans for the new factory. Employees have been shown the plans from an early stage and have been taken in Groups to the new factory and have had considerable input to the layout of their working area. Patrick Hurst the MD has great rapport with employees. He communicates regularly with the entire workforce and while employees are informed of serious issues; there is goodwill and light-hearted banter at these sessions. He really cares about all the employees and looks on them as extended family. He is trusted and respected by all and this is very evident when they get feedback from employees. He has an open door policy and often employees drop by for a chat with him because he is so well liked. He meets personally with all new employees.
The company is moving to new premises in December of this year and the Senior Team has included everyone in the plans for the new factory. Employees have been shown the plans from an early stage and have been taken in Groups to the new factory and have had considerable input to the layout of their working area. Patrick Hurst the MD has great rapport with employees. He communicates regularly with the entire workforce and while employees are informed of serious issues; there is goodwill and light-hearted banter at these sessions. He really cares about all the employees and looks on them as extended family. He is trusted and respected by all and this is very evident when they get feedback from employees. He has an open door policy and often employees drop by for a chat with him because he is so well liked. He meets personally with all new employees.
Each year Moneysupermarket have a full well being programme as part of taking care of their employees health and well being. Each week, on a Wednesday, they have fresh fruit delivered to their offices which their employees can enjoy free of charge. Probably their most popular well being initiative is Lifestyle coaching, this is a free confidential service, they offer to their employees who are able to meet with the lifestyle coach when the feel they need a little help and support in their life. Moneysupermarket also offer employees 10 minute massages each month to help them distress.
Moneysupermarket.com encourage all teams to arrange team building events throughout the year. This year their marketing team (130 employees) took a day out for team building. Part of the day involved project updates and for the remainder of the day the team were able to enjoy dancing at a Salsa bar. Other team building events have included Go Ape and Go Karting.
Moneysupermarket.com encourage all teams to arrange team building events throughout the year. This year their marketing team (130 employees) took a day out for team building. Part of the day involved project updates and for the remainder of the day the team were able to enjoy dancing at a Salsa bar. Other team building events have included Go Ape and Go Karting.
When you consider that the stereotypical CEO of a fast growing, ambitious tech company are often aloof and sometimes downright scary, Peter Bauer strikes a very different note at Mimecast. Although the company now employs more than 500 employees globally, 253 staff in the UK and growing, Peter will know each staff member by name. Peter, together with his co-founder Neil Murray, continue to represent the DNA of the company, despite its rapid growth, and that creates a sense of togetherness and 'team' that makes the company feel small. Peter has a strong sense of personal responsibility for the future of both the company and the people he has hired to work in it. He is incredibly driven, works tirelessly, and expects the same commitment from Mimecast staff. It's not a place for a quiet life, but Peter has created an exciting, vibrant workplace where each employee feels they have a role to play in the company's future.
When you consider that the stereotypical CEO of a fast growing, ambitious tech company are often aloof and sometimes downright scary, Peter Bauer strikes a very different note at Mimecast. Although the company now employs more than 500 employees globally, 253 staff in the UK and growing, Peter will know each staff member by name. Peter, together with his co-founder Neil Murray, continue to represent the DNA of the company, despite its rapid growth, and that creates a sense of togetherness and 'team' that makes the company feel small. Peter has a strong sense of personal responsibility for the future of both the company and the people he has hired to work in it. He is incredibly driven, works tirelessly, and expects the same commitment from Mimecast staff. It's not a place for a quiet life, but Peter has created an exciting, vibrant workplace where each employee feels they have a role to play in the company's future.
The Mimecast Eagles Club is an annual employee incentive program to reward Mimecasters who hit 105% of their annual sales quota. Thirty employees (and a guest) are invited to attend a three day learning and adventure experience held at a world class resort with their partners. They have annual bonus schemes and share option schemes to facilitate having variable pay and reward available for everyone. Mimecast reward milestones and behaviour in real time not just the result at the end of the year. We publicly recognise achievements in company communications so as to celebrate and perpetuate success. They have the facility for staff to openly “Recognise a Mimecaster” on their company intranet which gives employees the opportunity to give praise to their colleagues by awarding “badges” of recognition on their intranet profile. Mimecast hold regular social events for staff both formal and informal. Mimecast hosts a Summer Fun Day for all staff and their families, this year everyone attended a fun day at Chessington World of Adventures. Annual awards for outstanding achievements are aligned to their values and principles presented by Exec team to employees at the End of Year function in December.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
Memex Technology Ltd believe that employees with good work-life balance are happier and healthier employees which is critical to the Company achieving its goals. In demonstrating their commitment to health and wellbeing they offer benefits that proactively encourage health and wellbeing, these are: £500 lifestyle benefit, which can be spent on enhancing any of the default benefits on offer or purchasing other benefits such as gym membership or dental cover. Should employees become unwell, they offer a free Employee Assistance Programme, which includes six free counselling sessions per year, free private medical insurance for employees with subsidised rates for dependant and family cover, life insurance, income protection and a 2nd medical opinion service through Best Doctors.
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